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Management’s New Paradigm

AS WE ADVANCE deeper into the knowledge economy, the basic assumptions underlying much of what is taught and practiced in the name of management are hopelessly out of date.


The center of a modern society, economy and community is not technology.

It is not information.

It is not productivity.

The center of modern society is the managed institution.

The managed institution is society’s way of getting things done these days.

And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results (on the outside).

The institution, in short, does not simply exist within and react to society.

It exists to produce results on and in society.

… snip, snip …

Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results—whether inside or outside, whether under the institution’s control or totally beyond it.


Management’s New Paradigm (PDF from Forbes) Edited versions are also contained in Management, Revised Edition and Management Challenges for the 21st Century.

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Management brainscape




excellent companies

excellent companies

Reality Check

Send a capable employee and auditor to the library. The capable employee is to select thirty company names completely at random from a list of prominent companies from 1980. The auditor’s role is to make sure that no judgement is used in the selection — no familiar names, just random.

Another employee is assigned the task of finding an information resource that can be used to explore the histories of the selected companies.

A group of several employees could be tasked with developing some simple summary statements that can be applied to each company: name no longer exists; all traces of the company are gone; merged and disappeared; still hanging in but barely hanging on; erratic record of growth; uninterrupted record of growth (low, medium, high)

A group of employees rates the selected companies using the information resource.

The results could be leaked through the grape vine.





bbx Toward new organizations

bbx From Computer Literacy to Information Literacy

bbx Google News Search for “HP CEO”

bbx Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change

bbx Toyota Production System (Beyond Large-Scale Production)


bbx Mental patterns

bbx Organization evolution © ℠ concept map

bbx Linear view of organization evolution © ℠

bbx Evolving organization structures

bbx Patterns of development

bbx Organization evolution © ℠ :: Concept Introduction

bbx Organization evolution © ℠ :: Work approach




Peter Drucker: Conceptual Resources

The Über Mentor

A political / social ecologist
a different way of seeing and thinking about
the big picture
— lead to his top-of-the-food-chain reputation

drucker business week

about Management (a shock to the system)


“I am not a ‘theoretician’; through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.

And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD




List of his books


Large combined outline of Drucker’s books — useful for topic searching.




High tech is living in the nineteenth century,
the pre-management world.
They believe that people pay for technology.
They have a romance with technology.
But people don't pay for technology:
they pay for what they get out of technology.” —
The Frontiers of Management


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point



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